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Most people think they know what they are good at. They are usually wrong... And yet, a person can perform only from strength.
Peter Drucker
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Peter Drucker
Age: 95 †
Born: 1909
Born: November 19
Died: 2005
Died: November 11
Author
Businessperson
Columnist
Economist
Journalist
Lawyer
Philosopher
Sculptor
University Teacher
Writer
Vienna
Austria
Peter F. Drucker
Peter Ferdinand Drucker
Think
Thinking
Perform
People
Usually
Strength
Wrong
Persons
Person
Good
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There is every indication that the period ahead will be an innovative one, one of rapid change in technology , society , economy , and institutions .
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The single minded ones, the monomaniacs, are the only true achievers
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Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes - it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.
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That the government's power under the Taft-Hartley Act to stop a strike by injunction so clearly strengthens the hand of the employer-even though it is used only when a strike threatens the national health, welfare, or safety-is a grave blemish and explains much of union resistance to the Act.
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The computer, being a mechanical moron, can handle only quantifiable data.
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With Christianity, freedom and equality became the two basic concepts of Europe they are themselves Europe.
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Tomorrow always arrives. It is always different. And even the mightiest company is in trouble if it has not worked on the future. Being surprised by what happens is a risk that even the largest and richest company cannot afford, and even the smallest business need not run.
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The strength of the computer lies in its being a logic machine. It does precisely what it is programed to do. This makes it fast and precise. It also makes it a total moron for logic is essentially stupid.
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Leadership is not rank, privileges, title or money. It is responsibility.
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What we are good at comes easy, and we believe that unless it comes hard, it can't be very good.
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Every three or four years I pick a new subject. It may be Japanese art it may be economics. Three years of study are by no means enough to master a subject but they are enough to understand it. SO for more than 60 years I have kept studying one subject at a time.
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No one learns as much about a subject as one who is forced to teach it.
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Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.
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Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.
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The problem in my life and other people's lives is not the absence of knowing what to do but the absence of doing it.
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The best way to predict the future is to create it.
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Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
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One either meets or one works.
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The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.
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Objectives can be compared to a compass bearing by which a ship navigates. A compass bearing is firm, but in actual navigation, a ship may veer off its course for many miles. Without a compass bearing, a ship would neither find its port nor be able to estimate the time required to get there.
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